ADM501 - Group BA3C
1 Wan Shazatul Ijazati (2007272632)
2 Noor Bainun Abdullah (2007272616)
3 Nur Hafizah Muhamad Bajuri (2007272674)
4 Siti Zubaidah Mohd Rozali (2007272676)
5 Siti Nur Bashirah Aripin (2007289524)
6 Nuriza Mustafa (2007272672)
7 Siti Aishah Abd Aziz (2007272652)
8 Siti Hajar Md Noor (2007272698)
9 Siti Noor Fatehah Ismail (2007272716)
10 Shimaa Sazana Mohd Ali (2007272728)
11 Noorsyuhada Che Ani (2007272744)
12 Nurul Ain Abdul Wahab (2007272746)
13 Rosazlizah Mohd Ali (2007272682)
14 Ahmad Hasan Salahuddin Salleh (2007277734)
15 Muhamad Nazrul Mat Nasir (2007272624)
16 Mohd Shahrir Mohamad Ramli (2007272664)
17 Mohd Zul Irwan Che Idris (2007272638)
18 Khairil Adzhar Mohd Mokhtaruddin (2007272718)
19 Mohd Nurfaiz Hassan (2007272654)
20 Josefl Latif Abdul Latif (2007272588)
Josefl Latif Abdul Latif (Date of seminar: August 16, 2007)
“The changing workforce is one of the emerging trends in organizational behavior. Describe how the workforce is changing and briefly identify two consequences of these changes for organizations.”
Mohd Nurfaiz Hassan (Date of seminar: August 16, 2007)“Telecommuting has been identified as an important trend in organizational behavior. Discuss three organizational behavior topics that are influenced by telecommuting.”
Khairil Adzhar Mohd Mokhtaruddin (Date of seminar: August 16, 2007)
“Explain how the three levels of analysis of OB are related.”
Mohd Zul Irwan Che Idris (Date of seminar: August 16, 2007)
“Describe why managers require knowledge of OB.”
Mohd Shahrir Mohamad Ramli (Date of seminar: August 23, 2007)
“The sales office of a large industrial products wholesale company has an increasing problem that salespeople are arriving late at the office each morning. Some sales reps go directly to visit clients rather than showing up at the office as required by company policy. Others arrive several minutes after their appointed start time. The Vice-President of sales doesn’t want to introduce time clocks, but this may be necessary if the lateness problem isn’t corrected. Using the MARS model of individual behavior, diagnose the possible reasons why salespeople may be engaging in this ‘lateness’ behavior.
Muhamad Nazrul Mat Nasir (Date of seminar: August 23, 2007)
“Employees in the company’s warehouse are making numerous errors in inventory control and breaking items shipped. An analysis of the situation reveals that individual competencies are poorly matched with the job requirements. Describe three different strategies that would potentially improve this person-job matching.”
Ahmad Hasan Salahuddin Salleh (Date of seminar: August 30th, 2007)
A supervisor receives regular information about a sales employee’s performance (e.g. sales volume, incomplete paperwork, etc.) and must complete a performance appraisal of the person’s work. The supervisor has a complete description of the employee’s job but has never worked in the field as a sales representative. Moreover, the supervisor is relatively new to this job and therefore has little experience observing or appraising the performance of salespeople. What attribution error is likely to occur under these conditions and what effect would it have on the performance appraisal results?
Rosazlizah Mohd Ali (Date of seminar: August 30th, 2007)
“You are a senior executive in a large pharmaceautical firm and have just hired a chemist who is recognised as a ‘rising star’ in the industry. Your organization has spent a lot of money recruiting this person and hopes that the chemist will stay with this firm for many years. As with many scientists, however, the new hire seems to have very little loyalty to or identification with any firm. Explain in detail (with action plan examples pertaining to this incident) four (4) strategies that would try to increase this employee’s loyalty to this organization.”
Nurul Ain Abdul Wahab (Date of seminar: August 30th, 2007)
“A senior executive in your organization read an older organizational behavior textbook, which concluded that there is no more than a very weak relationship between job satisfaction and job performance. The senior executive now believes that it is a waste of time and money to have ‘happy workers’. Instead, the executive is recommending find ways to improve productivity without any consideration for employee wellbeing (beyond legal requirements). The company president is concerned that the executive’s information may convince other members of the management committee to take a similar harsh view. Provide three different arguments why companies should try to maintain a reasonable level of job satisfaction among employees in this organization.”
Wan Shazatul Ijazati (Date of seminar: September 6th, 2007)
“Your organization wants to improve employee motivation. Employees already have strong P-to-O expectancies and the outcome valences are quite favorable for strong performance, but they seem to have a low E-to-P expectancy. Identify three distinct types of strategies that would potentially increase employee motivation by improving the E-to-P expectancy.”
Noor Bainun Abdullah (Date of seminar: September 6th, 2007)
“HypCorp has just introduced a performance-based reward system for all production employees. The plan pays employees a team-based bonus based on the reduction of labor costs per unit in the production department. Describe three strategies to ensure that this (and other) performance-based reward systems is effective. Your answer should also breiefly state the type of reward system used by HypCorp.”
Nur Hafizah Muhamad Bajuri (Date of seminar: September 13th, 2007)
“The Director of Nursing at Smalltown General Hospital claims that several nurses are experiencing job burnout. Describe the three components of this job burnout that should be evident from these nurses. Your description of each component should include an example related to nursing. Also briefly identify two possible characteristics of nursing that might have contributed to this job burnout.”
Siti Zubaidah Mohd Rozali (Date of seminar: September 13th, 2007)
“Head-Office employees at Acme Widgets have had heavy workloads over the past years, due mainly to downsizing and increased demand for widgets. Acme’s CEO wants to introduce a stress management program that would control the consequences of his stress. Describe three types of stress management programs that would help employess to cope more effectively with the physiological and/or psychological consequences of stress. Your answer should also briefly state the specific benefits that each type of program provides.”
Siti Nur Bashirah Aripin (Date of seminar: September 13th, 2007)
“You have been given the unique opportunity to develop a ‘greenfield’ site for a new production facility. A greenfield site means that the entire operation is new, including employees, structure and practices. You want to ensure that the new plant supports self-directed work teams, unlike other company facilities that mainly focus on individual performance. Describe four different elements of the organizational and team environment that you need to consider that influence team effectiveness.”
Nuriza Mustafa (Date of seminar: September 13th, 2007)
“You work at an advertising firm where a senior executive has suggested that advertising staff should rely more on e-mail to communicate with clients rather than frequently visiting them in person. The executive has even suggested that this proposal might increase creativity because clients could communicate their ideas to staff members more often than through personal visits. The reason for this recommendation is that it is expensive and time-consuming to visit clients. Discuss the advantages and disadvantages of this idea (using e-mail rather than personal visits to interact with clients). Be sure that your answer considers emotional contagion, media rechness and other factors related to these two communication channels.”
Siti Aishah Abd Aziz (Date of seminar: September 20th, 2007)
“You are a new employee in a professional position, such as accountant or corporate attorney. Your organization is located in Los Angeles and employs several hundred people with various backgrounds (representative of Los Angeles’s diversity). Soon after joining this organization, you discover that the company does not apply certain technology or practices that are now recommended by most people in your profession. Under these circumstances, identify three different types of influence tactics that you might use effectively to have senior management introduce these technologies or practice. Your answer should present these types of influence in your order of preference, and you should explain why these general tactics would be acceptable and effective in this situation.”
Siti Hajar Md Noor (Date of seminar: September 20th, 2007)
“You have just been hired as a brand manager of shampoo for a large consumer products company in Kuala Lumpur. Your job mainly involves encouraging the advertising and production groups to promote and manufacture your product more effectively. These departments are not under your direct authority, although company procedures indicate that they must complete certain tasks requested by brand managers. Describe the sources of power you can use to ensure that the advertising and production departments will help you make and sell shampoo more effectively.”
Siti Noor Fatehah Ismail (Date of seminar: September 20th, 2007)
“NewTel is a telephone company with a policy of filling positions through promotoins rather than hiring from outside. Until recently, the company had a strong engineering focus and tended to promote people into senior executive positions from the engineering areas. Consequently, almost all of the company’s 14 senior executives joined the company over 20 years ago in junior engineering positions. There is increasing pressure on NewTel to become more marketing and service oriented, so four people were hired one year ago from consumer products and retail firms to fill new senior executive positions in marketing and service management. The external hires were necessary because employees were not sufficiently qualified. Now there are signs of tension among senior executives, particularly during budget deliberations where there is limited discretionary spending on new corporate activities. The four new hires have been frustrated in their attempts to have the companyput more money into marketing and customer services instead of technology investment. What conflict management strategies could be applied at NewTel to minimize dysfunctional conflict among these senior executives?”
Shimaa Sazana Mohd Ali (Date of seminar: September 27th, 2007)
“Southern Industrials LLC wants to develop a competency-based approach to executive selection. Which leadership perpspective mainly applies to this practice? Also, based on leadership research, identify four ‘competencies’ that Southern Industrials will probably identify in effective executives.”
Noorsyuhada Che Ani (Date of seminar: September 27th, 2007)
“Executives at CelCorp, a major telecommunications company, are concerned that its organizational structure is ineffective. The company currently has a functional structure in which employees are grouped by specialization: manufacturing, marketing, research, administration, etc. CelCorp has manufacturing plants in six countries throughout the globe, marketing operations in several dozen countries, and research and developments centers in three countries. The company makes three distinct products with approximately equal revenue: mobile telephones, satellite communication systems and Internet routers. Recommend a new organizational structure for CelCorp and justify your decision.
2 Noor Bainun Abdullah (2007272616)
3 Nur Hafizah Muhamad Bajuri (2007272674)
4 Siti Zubaidah Mohd Rozali (2007272676)
5 Siti Nur Bashirah Aripin (2007289524)
6 Nuriza Mustafa (2007272672)
7 Siti Aishah Abd Aziz (2007272652)
8 Siti Hajar Md Noor (2007272698)
9 Siti Noor Fatehah Ismail (2007272716)
10 Shimaa Sazana Mohd Ali (2007272728)
11 Noorsyuhada Che Ani (2007272744)
12 Nurul Ain Abdul Wahab (2007272746)
13 Rosazlizah Mohd Ali (2007272682)
14 Ahmad Hasan Salahuddin Salleh (2007277734)
15 Muhamad Nazrul Mat Nasir (2007272624)
16 Mohd Shahrir Mohamad Ramli (2007272664)
17 Mohd Zul Irwan Che Idris (2007272638)
18 Khairil Adzhar Mohd Mokhtaruddin (2007272718)
19 Mohd Nurfaiz Hassan (2007272654)
20 Josefl Latif Abdul Latif (2007272588)
Josefl Latif Abdul Latif (Date of seminar: August 16, 2007)
“The changing workforce is one of the emerging trends in organizational behavior. Describe how the workforce is changing and briefly identify two consequences of these changes for organizations.”
Mohd Nurfaiz Hassan (Date of seminar: August 16, 2007)“Telecommuting has been identified as an important trend in organizational behavior. Discuss three organizational behavior topics that are influenced by telecommuting.”
Khairil Adzhar Mohd Mokhtaruddin (Date of seminar: August 16, 2007)
“Explain how the three levels of analysis of OB are related.”
Mohd Zul Irwan Che Idris (Date of seminar: August 16, 2007)
“Describe why managers require knowledge of OB.”
Mohd Shahrir Mohamad Ramli (Date of seminar: August 23, 2007)
“The sales office of a large industrial products wholesale company has an increasing problem that salespeople are arriving late at the office each morning. Some sales reps go directly to visit clients rather than showing up at the office as required by company policy. Others arrive several minutes after their appointed start time. The Vice-President of sales doesn’t want to introduce time clocks, but this may be necessary if the lateness problem isn’t corrected. Using the MARS model of individual behavior, diagnose the possible reasons why salespeople may be engaging in this ‘lateness’ behavior.
Muhamad Nazrul Mat Nasir (Date of seminar: August 23, 2007)
“Employees in the company’s warehouse are making numerous errors in inventory control and breaking items shipped. An analysis of the situation reveals that individual competencies are poorly matched with the job requirements. Describe three different strategies that would potentially improve this person-job matching.”
Ahmad Hasan Salahuddin Salleh (Date of seminar: August 30th, 2007)
A supervisor receives regular information about a sales employee’s performance (e.g. sales volume, incomplete paperwork, etc.) and must complete a performance appraisal of the person’s work. The supervisor has a complete description of the employee’s job but has never worked in the field as a sales representative. Moreover, the supervisor is relatively new to this job and therefore has little experience observing or appraising the performance of salespeople. What attribution error is likely to occur under these conditions and what effect would it have on the performance appraisal results?
Rosazlizah Mohd Ali (Date of seminar: August 30th, 2007)
“You are a senior executive in a large pharmaceautical firm and have just hired a chemist who is recognised as a ‘rising star’ in the industry. Your organization has spent a lot of money recruiting this person and hopes that the chemist will stay with this firm for many years. As with many scientists, however, the new hire seems to have very little loyalty to or identification with any firm. Explain in detail (with action plan examples pertaining to this incident) four (4) strategies that would try to increase this employee’s loyalty to this organization.”
Nurul Ain Abdul Wahab (Date of seminar: August 30th, 2007)
“A senior executive in your organization read an older organizational behavior textbook, which concluded that there is no more than a very weak relationship between job satisfaction and job performance. The senior executive now believes that it is a waste of time and money to have ‘happy workers’. Instead, the executive is recommending find ways to improve productivity without any consideration for employee wellbeing (beyond legal requirements). The company president is concerned that the executive’s information may convince other members of the management committee to take a similar harsh view. Provide three different arguments why companies should try to maintain a reasonable level of job satisfaction among employees in this organization.”
Wan Shazatul Ijazati (Date of seminar: September 6th, 2007)
“Your organization wants to improve employee motivation. Employees already have strong P-to-O expectancies and the outcome valences are quite favorable for strong performance, but they seem to have a low E-to-P expectancy. Identify three distinct types of strategies that would potentially increase employee motivation by improving the E-to-P expectancy.”
Noor Bainun Abdullah (Date of seminar: September 6th, 2007)
“HypCorp has just introduced a performance-based reward system for all production employees. The plan pays employees a team-based bonus based on the reduction of labor costs per unit in the production department. Describe three strategies to ensure that this (and other) performance-based reward systems is effective. Your answer should also breiefly state the type of reward system used by HypCorp.”
Nur Hafizah Muhamad Bajuri (Date of seminar: September 13th, 2007)
“The Director of Nursing at Smalltown General Hospital claims that several nurses are experiencing job burnout. Describe the three components of this job burnout that should be evident from these nurses. Your description of each component should include an example related to nursing. Also briefly identify two possible characteristics of nursing that might have contributed to this job burnout.”
Siti Zubaidah Mohd Rozali (Date of seminar: September 13th, 2007)
“Head-Office employees at Acme Widgets have had heavy workloads over the past years, due mainly to downsizing and increased demand for widgets. Acme’s CEO wants to introduce a stress management program that would control the consequences of his stress. Describe three types of stress management programs that would help employess to cope more effectively with the physiological and/or psychological consequences of stress. Your answer should also briefly state the specific benefits that each type of program provides.”
Siti Nur Bashirah Aripin (Date of seminar: September 13th, 2007)
“You have been given the unique opportunity to develop a ‘greenfield’ site for a new production facility. A greenfield site means that the entire operation is new, including employees, structure and practices. You want to ensure that the new plant supports self-directed work teams, unlike other company facilities that mainly focus on individual performance. Describe four different elements of the organizational and team environment that you need to consider that influence team effectiveness.”
Nuriza Mustafa (Date of seminar: September 13th, 2007)
“You work at an advertising firm where a senior executive has suggested that advertising staff should rely more on e-mail to communicate with clients rather than frequently visiting them in person. The executive has even suggested that this proposal might increase creativity because clients could communicate their ideas to staff members more often than through personal visits. The reason for this recommendation is that it is expensive and time-consuming to visit clients. Discuss the advantages and disadvantages of this idea (using e-mail rather than personal visits to interact with clients). Be sure that your answer considers emotional contagion, media rechness and other factors related to these two communication channels.”
Siti Aishah Abd Aziz (Date of seminar: September 20th, 2007)
“You are a new employee in a professional position, such as accountant or corporate attorney. Your organization is located in Los Angeles and employs several hundred people with various backgrounds (representative of Los Angeles’s diversity). Soon after joining this organization, you discover that the company does not apply certain technology or practices that are now recommended by most people in your profession. Under these circumstances, identify three different types of influence tactics that you might use effectively to have senior management introduce these technologies or practice. Your answer should present these types of influence in your order of preference, and you should explain why these general tactics would be acceptable and effective in this situation.”
Siti Hajar Md Noor (Date of seminar: September 20th, 2007)
“You have just been hired as a brand manager of shampoo for a large consumer products company in Kuala Lumpur. Your job mainly involves encouraging the advertising and production groups to promote and manufacture your product more effectively. These departments are not under your direct authority, although company procedures indicate that they must complete certain tasks requested by brand managers. Describe the sources of power you can use to ensure that the advertising and production departments will help you make and sell shampoo more effectively.”
Siti Noor Fatehah Ismail (Date of seminar: September 20th, 2007)
“NewTel is a telephone company with a policy of filling positions through promotoins rather than hiring from outside. Until recently, the company had a strong engineering focus and tended to promote people into senior executive positions from the engineering areas. Consequently, almost all of the company’s 14 senior executives joined the company over 20 years ago in junior engineering positions. There is increasing pressure on NewTel to become more marketing and service oriented, so four people were hired one year ago from consumer products and retail firms to fill new senior executive positions in marketing and service management. The external hires were necessary because employees were not sufficiently qualified. Now there are signs of tension among senior executives, particularly during budget deliberations where there is limited discretionary spending on new corporate activities. The four new hires have been frustrated in their attempts to have the companyput more money into marketing and customer services instead of technology investment. What conflict management strategies could be applied at NewTel to minimize dysfunctional conflict among these senior executives?”
Shimaa Sazana Mohd Ali (Date of seminar: September 27th, 2007)
“Southern Industrials LLC wants to develop a competency-based approach to executive selection. Which leadership perpspective mainly applies to this practice? Also, based on leadership research, identify four ‘competencies’ that Southern Industrials will probably identify in effective executives.”
Noorsyuhada Che Ani (Date of seminar: September 27th, 2007)
“Executives at CelCorp, a major telecommunications company, are concerned that its organizational structure is ineffective. The company currently has a functional structure in which employees are grouped by specialization: manufacturing, marketing, research, administration, etc. CelCorp has manufacturing plants in six countries throughout the globe, marketing operations in several dozen countries, and research and developments centers in three countries. The company makes three distinct products with approximately equal revenue: mobile telephones, satellite communication systems and Internet routers. Recommend a new organizational structure for CelCorp and justify your decision.
posted by Nasrudin Mohammed at
3:39 PM
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